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    Organization

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    aamirusmanlarik
    Organizations exist to allow people to achieve goals through coordinated effort. They are influenced by their members and require management. An organization's external environment, including competitors, customers, and regulators, and internal environment, such as culture and employees, affect how it operates. There are two main types of organizational structures - traditional functional structures that separate tasks and project structures that group members working on specific projects. The type of structure chosen depends on factors like the industry and products involved.

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    Organization

    Uploaded by

    aamirusmanlarik
    1K views44 pages
    Organizations exist to allow people to achieve goals through coordinated effort. They are influenced by their members and require management. An organization's external environment, including competitors, customers, and regulators, and internal environment, such as culture and employees, affect how it operates. There are two main types of organizational structures - traditional functional structures that separate tasks and project structures that group members working on specific projects. The type of structure chosen depends on factors like the industry and products involved.

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    Organizations exist to allow people to achieve goals through coordinated effort. They are influenced by their members and require management. An organization's external environment, including competitors, customers, and regulators, and internal environment, such as culture and employees, affect how it operates. There are two main types of organizational structures - traditional functional structures that separate tasks and project structures that group members working on specific projects. The type of structure chosen depends on factors like the industry and products involved.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT or read online from Scribd
    Download as ppt
    1K views44 pages

    Organization

    Uploaded by

    aamirusmanlarik
    Organizations exist to allow people to achieve goals through coordinated effort. They are influenced by their members and require management. An organization's external environment, including competitors, customers, and regulators, and internal environment, such as culture and employees, affect how it operates. There are two main types of organizational structures - traditional functional structures that separate tasks and project structures that group members working on specific projects. The type of structure chosen depends on factors like the industry and products involved.

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    ORGANIZATIONS

    and
    MANAGEMENT
    Definition of Organizations
    • An organization is a collection of people
    working together in a coordinated and
    structured fashion to achieve one or
    more goals.
    Organizations Role in
    Society
    • Organizations exist to allow
    accomplishment of work that could not
    be achieved by people alone.
    • As long as the goals of an organization
    are appropriate, society will allow them
    to exist and they can contribute to
    society.
    Organizations and People
    • Organizations are strongly influenced
    by the people that form part of them.
    • Organizations can take in part of the
    personality of the people within them
    and their attitudes, perceptions and
    behaviors affect how an organization
    will operate.
    Organizations Require
    Management
    • Organizations use management to
    accomplish the work that is required to
    achieve the goals.
    The Nature of the
    Organizational Environment
    • The external environment is everything
    outside an organization that might affect
    it.
    • The internal environment consists of
    conditions and forces within the
    organization.
    The External Environment
    • The general environment is the
    nonspecific dimensions and forces in its
    surroundings that might affect its
    activities.
    • The task environment consists of
    specific organizations or groups that are
    likely to influence an organization.
    General Environment (1)
    • The economic dimension inflation, interest
    rates, unemployment, and demand.
    • The technological dimension refers to the
    methods available for converting resources
    into products or services.
    • The socio-cultural dimension, customs,
    mores, values, and demographic
    characteristics of the society in which the
    organization functions.
    General Environment (2)
    • The political-legal dimension refers to
    government regulation of business and
    the relationship between business and
    government.
    • The international dimension refers to
    the extent to which an organization is
    involved in or affected by business in
    other countries.
    Task Environment
    • Organizations exist to accomplish one
    or more tasks
    Task Environment Actors

    • Competitors are other organizations


    that compete for resources.
    • Customers are whoever pays money to
    acquire an organization's product or
    service.
    • Suppliers are organizations that provide
    resources for other organizations.
    Task Environment Actors
    • Regulators are units in the task
    environment that have the potential to
    control, regulate, or influence an
    organization's policies and practices.
    Types of Regulators
    • Regulatory agencies are created by the
    government to protect the public from certain
    business practices or to protect organizations
    from one another. Examples include the
    Environmental Protection Agency and the
    Department of Occupational Safety, Health
    and Welfare.
    • Interest groups are groups organized by their
    members to attempt to influence
    organizations. Examples include the
    Chamber of Commerce, Sierra Club, and the
    National Rifle Association.
    Task Environment Actors
    • Labor includes all workers who provide the
    service or produce the products. Labor is
    especially a concern when it is unionized.
    • Owners are individuals, groups, or
    organizations who have a major stake in the
    organization.
    • Strategic allies are two or more companies
    that work together in joint ventures.
    The Internal Environment
    • Board of Directors
    • Employees
    • Culture
    Board of Directors
    • A board of directors is only required of
    organizations that are incorporated;
    however, many other firms have them.
    The board of directors is elected by the
    stockholders and is charged with
    overseeing the general management of
    the firm to ensure that it is being run in
    a way that best serves the stockholders'
    interests.
    Employees
    • When the organization's employees
    hold the same values and goals as its
    management, everyone wins. However,
    when managers and employees work
    toward different goals everyone suffers.
    The composition of the organization's
    employees is changing, and managers
    must learn how to deal effectively with
    these changes.
    Culture
    • The culture of an organization is the set of
    values that helps its members understand
    what the organization stands for, how it does
    things, and what it considers important.
    • A strong organizational culture can shape the
    firm's overall effectiveness and long-term
    success and help employees to be more
    productive.
    Engineering/Design
    Organization
    • Traditional Organizational Structure
    • Project Organizational Structure
    Traditional Organizational Structure
    Stockholders

    Board of directors

    President

    Legal Staff

    Vice Vice
    Vice President Vice Vice Vice
    President of President of
    of President of President of President of
    Research and Sales and
    Administration Manufacturing Finance Purchasing
    Engineering Marketing
    Industrial Industrial Market
    Research Budgeting Purchasing
    Relations Engineering Analysis

    Manufacturing General Customer Price


    Personnel Engineering
    Engineering Accounting Liaison Estimating

    Employee Mechanical Plant Cost Contracts


    Sales
    Relations Design Engineering Accounting Management

    Electrical Production Supply


    Training Payroll Subcontracts
    Design Operations Support

    Materials
    Safety Tooling Forecasting Field Service
    Engineering

    Medical Sytems Financial


    Fabrication
    Engineering planning

    Management Design
    Subassembly
    Services Support

    Reliability Assembly
    Security
    and testing

    Food Maintainability
    Services Inspection
    Value
    Technical Production
    Engineering
    Services Shops
    Logistical
    Report Publ. Support Quality
    Control
    Prototype
    Library Development

    Test and
    Drafting
    Evaluation
    Project Organizational Structure

    President

    Other Vice Vice President of


    Presidents Research and
    Engineering

    Project Mechanical Electrical Materials Systems


    Management Design Design Engineering Engineering

    Project X

    Project Y

    Project Z
    Functional Organizations
    “Functional organizations, as an organization
    type, are best when a firm makes only one or
    a few products and where technology does
    not change. The traditionalists in shipbuilding
    look simplistically at the entire as the end
    product of the shipyard.” The product-
    oriented organization, on the other hand is “ .
    . . a structure based on a Product Work
    Breakdown Structure and Group Technology
    which permits diversification . . . aimed at
    interim products . . . That makes it possible
    for large firms to cope with technological
    change and multiple markets.”
    Functional vs. Product Layout
    Project Organization Example
    Design/Production Organization
    Terminology of Importance
    Concurrent Engineering (World-Class Design)
    2. Design for Manufacturability (DFM)
    a. Design for Assembly (DFA)
    b. Design for Piece Part Producibility (DFP)
    3. QFD—Quality Function Deployment (voice of the
    customer)
    4. Taguchi Quality Engineering by Design (Robust Design)
    5. Concept Selection – Prof. Stuart Pugh
    6. G.T.
    7. FMEA
    8. Value Engineering
    Product Design: Old Approach
    Old
    Approach Design Production

    Sell
    Contract it System
    Market Functional Manufacture Assembly Test
    Design Arrangement

    Material
    Ordering
    Product Design: Intermediate
    Approach
    Intermediate
    Approach
    Design

    Contract System Multi-System Final


    Market Functional
    Design Arrangement Arrangement Arrangement

    Long Lead General


    Material Material
    Ordering

    Planning Production

    Central Shop Manufacture Assembly Test


    Product Design: New Approach
    New
    Approach Planning and Design Production

    Zone or
    Market Contract Functional Zone/Stage Zone/Stage Test
    Module

    Long Lead General


    Material Material
    Ordering
    The Nature of Management
    • Management is a set of activities
    directed at an organization’s resources
    with the aim of achieving organizational
    goals in an efficient and effective
    manner.
    Management Activities
    • Planning
    • Decision Making
    • Organizing
    • Leading
    • Controlling
    Organizations Resources
    • Human
    • Financial
    • Physical
    • Information
    Efficient and Effective
    • Efficient means using resources wisely
    and without unnecessary waste.
    • Effective means doing the right things
    successfully.
    The Management
    Process (1)
    • Planning: Setting an organization’s
    goals and deciding how best to achieve
    them.
    • Decision Making: Selecting a course of
    action from a set of alternatives.
    • Organizing: Grouping activities and
    resources in a logical fashion.
    The Management
    Process (2)
    • Leading: The set of processes used to
    get people to work together to advance
    the interests of the organization.
    • Controlling: Monitoring the progress of
    the organization as it works toward its
    goal to ensure that it is effectively and
    efficiently achieving them.
    Kinds of Managers - Levels
    • Top: CEO, VP, etc. – Set organizational
    goals, overall strategy and operating policies.
    • Middle: Plant Manager, Operations Manager,
    etc. – Put into effect the strategies designed
    by top managers.
    • First Line: Foreman, Supervisor, etc. –
    Supervise and coordinate the activities of
    operating employees.
    Kinds of Managers –
    Areas (1)
    • Marketing: Find ways to sell the
    organization’s products and services.
    • Financial: Deal with accounting, cash
    management, and investment functions.
    • Human Resource: Responsible for
    hiring and developing employees.
    Kinds of Managers –
    Areas (2)
    • Administrative: Generalists who have some
    basic familiarity with all functional areas of
    management rather than specialized training
    in any one area.
    • Operations: Concerned with creating and
    managing the systems that create an
    organization's products and services. IE's are
    often in these positions. They achieve their
    goals through production control, inventory
    control, quality control, and plant site
    selection and layout.
    Managerial Roles
    • Interpersonal: representative, leader,
    liaison.
    • Informational: monitor, disseminator,
    spokesperson.
    • Decisional: entrepreneur, disturbance
    handler, resource allocator, negotiator
    Managerial Skills (1)
    • Technical: Ability to understand and
    accomplish tasks.
    • Interpersonal: Ability to communicate
    with, understand, and motivate
    individuals and groups.
    Managerial Skills (2)
    • Conceptual: Ability to think in abstract
    terms and understand the "big picture"
    or the overall workings of the
    organization and its environment.
    • Diagnostic and Analytical: Ability to
    recognize the symptoms of a problem
    and determine an action plan to fix it.

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